Nelson Haung

I'll preface this w/ saying my own POV of PMM is very much GTM-oriented. And so in developing the O's for my team, everything should track back to pipe & revenue. It's what pays the bills ;). Below are the 4 O's that I've put in place for my team. It's purposefully high level and general at my level, and as you cascade it down, the O's and KR's may be more specific depending on your team setup. 1. Craft compelling narratives: this is the foundation, which includes messaging docs, positioning statements, market research, everything you do to craft compelling positioning and messaging. To me this is the heart of Product Marketing -- translating product & tech into benefits & impact to help buyers understand why buy now. 2. Fuel the pipe gen machine: PMMs don't typically control marketing dollars, but we do a LOT of activities that support the growth/demand gen machine. This includes website work, marketing asset development, event support & speaking engagements. It even goes into release marketing or product adoption metrics -- the thought should be "how is what we're doing going to help drive future revenue??" 3. Arm sales to exceed revenue targets: this encompasses all the work we do in terms of building pitch decks, datasheets, CI, and everything that supports the sales motion. And this might be "net new sales", it might be "expansion sales", but the "O" is all about building and supporting these teams to hit and exceed targets. If you're GTM motion is PLG, might have to tweak a bit :). 4. Become the model marketing team: you can't forget about the team and the people who make it up. So ensuring people have growth opportunities, that you're building a great culture, and creating a safe space for people to do their best work... at the end of the day it all comes down to the team and people.